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BIG Ideas to BIG Results: Leading Corporate Transformation in a Disruptive World, 2nd Edition

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BIG Ideas to BIG Results: Leading Corporate Transformation in a Disruptive World, 2nd Edition

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  • Copyright 2016
  • Dimensions: 6" x 9"
  • Pages: 272
  • Edition: 2nd
  • eBook (Watermarked)
  • ISBN-10: 0-13-419439-X
  • ISBN-13: 978-0-13-419439-4


Why do most corporate transformation leaders fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They pancake new initiatives on top of old ones. They dither on the launch pad. They chase too many fads. And they fail to make it “safe” for leaders to lead the transformation at their own level. In short, they don’t have a reliable corporate transformation game plan.

Whatever your corporate transformation challenge, whatever your role, Robert H. Miles and Michael T. Kanazawa introduce a simple, proven, results-driven approach that has underpinned some of the most successful corporate transformations of our time. Drawing on their experience as principal process architects working with dozens of CEOs and executive teams, and hundreds of senior executives and staff professionals, they show you how to develop a compelling and potent corporate transformation game plan that enables you to align your organization behind just a few core initiatives; bias your people toward speed; create leaders at every level; integrate in new “disruptive” tools to accelerate progress; and achieve traction and accountability in all phases of execution.

Whether you’re a new CEO taking charge to transform your company, an executive redirecting a major business or function, or one of the hundreds of managers and thousands of employees trying to make sense of a transformation and contribute to it, this book will help you decipher the complexity, find your place on the transformation roadmap, and ensure that the effort rapidly reaches its intended breakthrough results.


Corporate transformation and breakthrough performance without the confusion and complexity


To equip leaders at all levels to lead your transformation in an aligned and engaging manner


Generates focused execution and avoid layering initiative upon initiative to conquer organizational gridlock


Introduces disruptive transformation competencies that drive innovation, growth, and a new way of activating change

Corporate transformation is tough work, but extraordinarily rewarding for all involved when led successfully. Somebody’s got to do it, and do it well. What if that someone happens to be you? Where will you start? How will you frame your transformation game plan and lay out its roadmap? What will you do first, and who will you engage when in the enterprise? How will you keep it alive after the early excitement? And how will you make it part of your management process so that it can become a reliable core competency for rising to the increasing rate of disruptive transformation challenges facing your company?

Now there’s a breakthrough methodology to enable CEOs and executive leaders to rise to these corporate transformation challenges.

In this new edition of BIG Ideas to BIG Results, Robert H. Miles and Michael T. Kanazawa introduce a step-by-step guidebook for the Accelerated Corporate Transformation (ACT) methodology. A simple, no-nonsense process that is grounded in reality, inclusive of people, and oriented toward breakthrough results. A proven process that has guided some of the truly iconic corporate transformations of our time.

Developing a competency in accelerated transformations is essential in this world of disruptive innovation and competition not only for new CEOs and executive leaders, but also for managers and employees at all levels in an organization facing disruptive challenges and opportunities.

BIG Ideas to BIG Results equips CEOs and executive leaders to successfully engage and overcome several pervasive corporate transformation challenges:


Sample Content

Table of Contents

Preface    xvii

Chapter 1: Accelerated Corporate Transformation: The Foundations    1

Tactical Is Not Transformative    4

Get Your ACT Together    7

Make Transformation a Simple Routine    11

The ACT Basics: Powerfully Simple    12

Creating Safe Passage—A Clear Transformation Process    15

This Is Not a New Religion, Just a Better Way of Managing the Business    18

Tips for Planning an Accelerated Corporate Transformation    19

Endnotes    20

Chapter 2: Structuring Your Transformation Launch    21

Imprinting Your Organization    21

Structuring Rapid Transformations    22

The No-Slack Launch    23

Launch Speed = Simplicity × Compression    26

The In-Between Work    29

Devil in the Meeting Details    30

Transformation Initiative Co-Champion Structure    32

Quick Starts    36

Tips for Structuring Your Transformation Launch    39

Endnotes    40

Chapter 3: Crafting Your Launch Process    41

Confronting Today’s Reality    42

About the Emperor’s Clothes    44

Dialogue Versus Discussion    45

Generating Dialogue as a Leader    47

Priming the Pump    49

Canary in a Coal Mine    50

How Tablework and Structured Dialogue Work    54

Creating Safe Passage    60

Tips for Crafting Your Transformation Launch Process    62

Endnotes    63

Chapter 4: The Focus Phase    65

Gridlock and the Task Overload Epidemic    66

Best Intentions in Big Box Retail    67

Undermining Accountability and Customer Loyalty    69

Busting Through Gridlock    69

The Leader’s Challenge: “Doing More ON Less”    70

Sharpening the Transformation Arrow    70

A One-Page View of the Future    72

Articulating a Purpose    74

Creating a Strategic Vision    76

Distilling the Business Success Model    79

Due Diligence on Yourself    80

Transformation Initiatives: The “Hows”    84

Triage to Three Corporate Initiatives    85

Tips for Orchestrating the Focus Phase    88

Building the Transformation Arrow    88

Endnotes    89

Chapter 5: The Align Phase    91

Absolute Alignment    92

Individual Commitments to Action    92

Alignment of Commitments Across “Silos”    94

Where Should Lightning Strike?    95

Alignment of Values    97

The Values-Performance Nexus    100

Structuring Widespread Commitment    101

The First “Stop Doing” Pause    103

Put Your Money Where Your Game Plan Is    105

The Bottom Line on Alignment    106

Gut Check on Commitment    109

Tips for Simplifying the Align Phase    109

Endnotes    110

Chapter 6: The Engage Phase    111

Rapidly Engaging the Full Organization    111

It’s All About Engagement    112

Quantum Leaps    113

“Back in Black” Friday    114

Employee Engagement Is Not Barbeque    115

Spreading High Engagement    116

Critical Importance of Dialogue    118

Hear It from My Boss    118

The Rapid, High-Engagement, All-Employee Cascade    120

The Transformation Engine    123

The Employee Supercharger    124

The Leader-Led Double Loop    130

Employee Responses to High Engagement in Transformation    131

Follow-Through on Execution and Learning    133

Cascade as Transformation Accelerator    134

Cascade as Trojan Horse    134

Overcoming the “Buts”    135

Tips for Cascading the Engage Phase    137

Endnotes    137

Chapter 7: The Execution Phase    139

Over the Hump and Into the Slump    139

Hump #1: The Post Launch Blues    142

Ballast and Keel    144

Company-wide Transformation Initiative Teams    145

Execution “Oversight”    147

Quarterly Leadership Checkpoints    148

Hump #2: Midcourse Overconfidence    150

The Process Is Not a One-Time Overlay    151

Midcourse Assessment    152

Mini-Cascades    153

Hump #3: Presumption of Perpetual Motion    158

Launching Year 2    158

Oh Right, the Behaviors..    162

You Don’t Get to Relax    163

Plan to Punctuate the Equilibrium Regularly    164

Tips for Overcoming Predictable Execution Humps    165

Endnotes    166

Chapter 8: Perspectives on Speed and Outside-In    167

Speed Is the New Management Discipline    167

Get the Train Moving, Now    167

Benefits of Productive Speed    170

All Aboard at Internet Speed    172

The Discipline of Productive Speed    176

The Outside-In Perspective    176

On the Outside Looking In    177

Send Employees Out    178

Talk with Customers and Noncustomers    180

You Are Here: Map the Market    182

Tips for Incorporating Speed and Outside-In Perspectives    187

Endnotes    187

Chapter 9: Building Transformation Traction    189

Building Traction Through Transformational Leadership    189

Commit with Confidence, Publicly    190

Simple Closed-Loop Accountability    191

Promises Versus Declarations    196

Shoot for the Moon—Drive Innovation    197

Above and Below the Waterline    200

Don’t Get Overly Fixated on the Dashboard    201

Ground Truth: The Real Results    203

Misguided Incentives    206

The Process Support Team    208

Performance Coaching    209

Tips for Building Corporate Transformation Traction    211

Endnotes    211

Chapter 10: Disruptive Innovation in Transformation    213

Purpose-Infused Transformation: The Three I’s    215

Design-Centered Strategic Thinking    217

Enterprise Social Media and Wisdom-of-the-Crowd    220

Agile Business Innovation    224

Tips for Leveraging Disruptive Transformation Methodologies    226

Endnotes    227

Chapter 11: Are You Up to the Challenge?    229

White-Hot Commitment of the Leader    229

Change the People, or Change the People    231

You Don’t Have All the Answers (And Nobody Expects You To)    235

Get Real    237

Go for It!    238

About the Authors    241

Index    245


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